4.People

1
4. People

• "There go my people. I must follow them, for I
  am their leader." (M. Gandhi, quoting Alexandre
  Ledru-Rollin, (1848) Eh! Je suis leur chef, il
  fallait bien les suivre)
• Motivating factors
• Groups and Teams
• Ego
• Hiring and firing Employment law
• Interviews
• Meeting techniques

2
Management

• Goal setting
• Overall direction
• Measures of success
• Strategy rather than tactics
• Culture lead
• Communication

3
Management Theories

• 7 people is a natural hunting group
• Company growth break points 7, 50, 350...
• Classical/Hierarchical
• Human Relations

4
Classical

• Formal and rational approach
• Focus on STRUCTURE of organisation
• Tasks reduced to simple elements -gtboring and
  repetitive
• Assumptions that individuals primarily motivated
  by PAY

5
Management Tasks - Classic model

• F W Taylor
• All knowledge should be recorded
• Scientific selection and progressive development
  of workforce
• Work for maximum output
• Frank and Lilian Gilbreth
• Time and Motion study
• Introduced rest periods
• Henry Gantt
• Gantt Chart
• replaced piece rate with day rate and bonus

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Management Tasks - Classic model

• Henri Fayon
• Objectives
• Forecasts
• Planning
• Organising
• Directing
• Co-ordinating
• Controlling
• Communicating
• Mintzberg

7
Human Relations

• Consider individuals
• social needs
• motivation
• behavoir
• Focus on WORK done

8
Theory X and Theory Y companies

• Mc Gregor
• Theory X traditional heirarchical structure
• Stick
• Autocratic
• TheoryY People oriented
• Carrot
• Participative

9
Theory X

• People dont want to work, they have to made to
  do so
• People must be coerced, controlled, threatened
• Hierarchical structure, Defined roles, task
  oriented, little job flexibility
• Poor communication, status demarcations - Them
  and us
• Slow to change or adapt
• Traditional e.g. armed forces, smoke stack
  industry

10
Theory Y

• People want to work, but are prevented from doing
  so
• They will exercise self-control when comittted to
  common objectives
• Accept and seek responsibility
• Flat management structure (e.g Matrix)
• Good communications, little status
• People oriented Flexible work teams
• Adapts well to rapid change
• Most modern computer companies

11
Management Structures
Hierarchical Organogram
Matrix example
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Theory Y

• People want to work, but are prevented from doing
  so
• They will exercise self-control when committed to
  common objectives
• Accept and seek responsibility
• Flat management structure (e.g.. Matrix)
• Good communications, little status
• People oriented Flexible work teams
• Adapts well to rapid change
• Most modern computer companies

13
Human Relations

• Consider individuals
• social needs
• motivation
• behaviour
• Focus on WORK done
• People are the key asset

14
Hierarchy of Needs

• Abraham Maslow
• Human needs arranged in levels
• As soon as lower level satisfied, the next level
  emerges and demands satisfaction
• Only unsatisfied needs motivate behaviour

15
Hierarchy of Needs
Growth Realisation Self Esteem Recognition Peer
esteem Belong, be accepted Give and receive
friendship Protection from danger Economic
Security Warmth Food Drink Air
Self
Esteem
Social
Safety
Physiological
PAY is not a specific need, only a means
16
Groups and Teams

• Limit to project size an individual can tackle
• 7 people is a natural hunting group
• Company growth break points 7, 50, 350...
• Informal as well as formal communications

17
Groups

• (after John Adair)
• Definable Membership
• a collection of two or more people identifiable
  by name or type
• Group Consciousness
• Members think of themselves as a group
• Collective perception and identification
• Shared Purpose
• Common tasks, goals or interests
• Interdependence
• Need to help each other to accomplish the
  purposes for which they joined the group
• Interaction
• Communicate with each other
• React to each other

18
Work Types

• (after Belbin)
• Chairperson
• calm, controlled, self-confident
• Ideas person
• individualistic, serious-minded, unorthodox
• Shaper/Starter
• outgoing, dynamic, highly strung
• Company worker
• predictable, dutiful, conservative
• Resource Investigator
• extrovert, enthusiastic, curious, communicative
• Monitor/Evaluator
• sober. unemotional, prudent
• Team builder
• socially oriented, mild, sensitive
• Completer/Finisher
• orderly, painstaking, conscientious, anxious

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Stages in Group Development

• Forming
• before individuals see themselves as a team
• feels difficult, anxious, unsure
• Storming
• challenge the leader
• Hostility, aggression, emotions high
• Norming
• organise tasks
• co-operating, secure, comfortable
• Performing
• work surges ahead, people perform well
• openness, mutual trust and support, enthusiasm,
  inspiration

20
Ego-less programming

• Ego-less programming concept
• Culture
• Its OK to admit mistakes and ask for help

21
Networking

• Teams do not exist in a vacuum
• Depend on help, co-operation with other teams to
  achieve objectives
• Pitfalls if they dont network
• Inter-group hostility
• Insularity and inward thinking
• NIH factor

22
Chief Programmer Model
(after Brooks)
Pilot
Co-Pilot
Librarian
Administrator
Tester
Secretary
Expert
Tool-builder
Documenter
23
Hiring and firing

• Employment contract/Statement
• Hours and holidays
• Remuneration
• Grievance procedure
• Firing
• 2 verbal, 2 written warnings - keep records
• Redundancy

24
Non-discrimination

• Sex
• harassment
• Race
• Must show reason for non-nationals
• work permit
• Disability
• Differently abled

25
Recruitment

• Personal contact
• Advertisements
• Net
• Agencies

26
Interviews

• Recruitment
• Appraisal
• Why
• Learn more about candidate
• Compare with job spec
• Give candidate further information about the
  organisation
• Encourage positive feeling about organisation
• Preparation
• Who needs to know, or be present?
• Who greets, refreshments, room, seating,
• Questions and outline
• Report form
• Circulate papers

27
Conducting Interview

• Problems
• Pre-conceived ideas
• Only remembering last candidate
• Eye conduct
• Discussion
• Create rapport - smile
• Summarise/reflect
• Listen - dont talk
• Tone
• Body language

28
Interview

• Questions
• Speed/pace
• Open/closed
• Situational
• Probing
• Stress- why?
• Close
• Check plan - covered everything?
• Any questions?
• Explain next stage
• Check still interested

29
Interview -after

• Make the decision
• skills
• Personal qualities
• Best compared to rest
• CVs
• Check references
• Check unexplained gaps
• Check unusually short job duration
• Follow-up
• Offer
• Contract
• Induction

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Appraisals

• Purpose
• Enable team members to get a clear idea of how
  they are doing
• Identify where they might need support/training
• Set objectives
• Personal career/growth
• Form
• Date, Name, Job title, Assessor
• Self assessment
• Assessor or line manager assessment
• Key objectives
• Development plan
• Actions - jointly agreed
• Follow-up

31
Interview

• 15 minutes to sell yourself
• Be yourself
• Enthusiasm, achievements
• Questions
• What are the best and worst aspects the company?
• Where will I be in 3 years time?

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Communication skills

• Say it three times
• Not more than three major points
• What does the target audience know?